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Metrics and Process Management

Training Options

  •   Duration: 6 Hours  
  • Recorded Access recorded version only for one participant; unlimited viewing for 6 months ( Access information will be emailed 24 hours after the completion of live webinar)
    Price: US$845.00
  • Refund Policy


This workshop is designed to provide participants with a practical and time-tested methodology and toolset for creating and implementing a successful process measurement and management system. Starting with a review of the many things that can go wrong in creating metrics, dashboards and the other popular artifacts of the measurement industry, I share hard-earned knowledge of how to design metrics that measure what they’re supposed to, link process performance to organizational goals, and provide useful information for guiding executive decision-making, troubleshooting and continuous improvement.

Then I show how to create a well-defined process management system in which the metrics operate as a continuous window on organizational performance at all levels and enable managers to make coherent, quick and effective decisions. Participants are given opportunities to apply the templates and tools to case examples and to their own organizations.

Why should you attend: One of the most problematic areas of measurement is process metrics. Even people experienced in metrics and approaches such as the Balanced Scorecard can be unsure about how to identify metrics appropriate to a business process and link them to both organizational and individual performance.

For practitioners of Business Process Management (BPM), measurement is often the most confounding subject, not only in terms of how to develop them but also how to implement and use them effectively for process management.

One can be expert in improving processes, taking out waste, streamlining steps, reducing cycle time and cost, but where senior management pays the most attention is at the results of process performance. So a key component in the BPM practitioner’s toolkit must be process metrics, because it is the most visible at the top.

Areas Covered in the Session:
  • Principles & Models of Measurement and Management
  • How to Build a Process-Based Measurement System
  • How to Integrate the Measurement System into the Management System
  • Pitfalls of metrics and process management efforts
  • Principles & Models of Measurement and Management

Who Will Benefit:
  • BPM Practitioners
  • Measurement Specialists
  • Process Managers, Process Management team members
  • Technology Developers charged with measurement of installed technology
  • Performance improvement Consultants
Alan Ramias is a Partner of the Performance Design Lab (PDL). PDL is a consulting and training organization with decades of experience in applying BPM and performance improvement. The founder of PDL was the late Dr. Geary Rummler who co-authored the book Improving Performance: How to Manage the White Space on the Organization Chart, which helped trigger the process improvement/reengineering movement. Alan and his partners continue to evolve and expand the theory base and methodologies introduced in Improving Performance to include breakthrough approaches to management systems, measurement, strategy, and organization structure design and implementation. Alan has consulted with dozens of companies on performance management and measurement, helping to install effective, practical process management and measurement systems.

Alan started in this kind of work at Motorola, where he worked for ten years as an internal consultant. He was a member of the team that founded Motorola University, and was the first person to introduce Geary Rummler’s pioneering concepts in process improvement and management to business units within Motorola. Alan co- led with Rummler the first groundbreaking projects in process improvement that eventually was packaged as Six Sigma and helped Motorola win the first Malcolm Baldrige Award in 1988.

Alan joined The Rummler-Brache Group in 1991, and was a project leader at companies like Shell, Hewlett-Packard, 3M, Citibank, Motorola, Steelcase, Citgo, Hermann Miller, Louisiana-Pacific, and Bank One. He became a partner and Managing Director of Consulting Services at RBG, and was responsible for selecting, training and overseeing RBG’s consultant teams.

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